Ten Best Practices for Today’s B2B Corporate Marketers

1. Ten Best Practices for Today’s B2B Corporate Marketers March 25, 2014 Bruce Karr, Blue Canyon Partners

2. Complex customers in complicated markets “While it’s our job in marketing to demand that the voice of the customer is heard when developing strategy, not a lot of B2B people understand how to get the magic out of these customer messages.” -- Katherine Button Bell, CMO, Emerson B2B Corporate Marketing Challenges

3. Allocation of time, talent, and resources “The SG&A crunch comes whenever a firm faces tough times, and very often the marketing group’s budget becomes a major source for these cuts.” -- Al Saltiel, CMO, Navistar B2B Corporate Marketing Challenges

4. Seat at the table “I know marketing can make a difference to our organization. I just don’t know what to do to get our voice heard, get a buy-in to our ideas, and ultimately have a greater impact.” B2B Corporate Marketing Challenges

5. Drive marketing planning Be the brand steward Ensure that Voice of the Customer informs business strategy Train and develop marketing talent Deploy specialist teams Teach and communicate Drive internal integration Communicate during a crisis Introduce new-to-the-world trends and tools Understand marketing funding and measurement 10 Best Practices

6. “Marketing should take the lead [on] enabling the company culture in support of the mission and brand definition – in other words, [lead the company to be] open to innovation, productive risk taking, investment outside the core business, and incubating new business models.” -- John Jacko, CMO, Kennametal Marketing’s Ultimate Role

7. Systematic company-wide framework Close collaboration with business units Expert tools, process, training 1. Drive Marketing Planning

8. SMP 2.0 Framework

9. Custodian of the corporate brand Ground rules on transition and architecture Coordinates with business units on brand principles 2. Be the Brand Steward

10. Outside-in strategy development Building block for market-driven and customer-driven differentiated strategy 3. Ensure that the Voice of the Customer Informs Business Strategy

11. Deep customer insight using “ZMET” (Zaltman Metaphor Elicitation Technique) research…

12. A quick (but important) poll… How well do you feel your unit incorporates real “voice of the customer” inputs into its critical planning processes? We really don’t – we plan from the “inside out” We listen to voices – mostly our own We do gather inputs from the marketplace – primarily from sales We routinely incorporate market/customer input We have a disciplined Voice of the Customer process, and mobilize insights from it in planning

13. Recruit, hire, on-board, train and develop career paths Not a parking lot A must-have stepping stone for the fast track 4. Train and Develop Marketing Talent

14. Marketer’s DNA

15. Centers of excellence SWAT teams Beyond business as usual 5. Deploy Specialist Teams

16. A common language and learning Managing the messages Internal stakeholders, and external 6. Teach and Communicate

17. DMX Curricula – Primary Program Elements ½ day workshop for BU Leadership Teams (GLTs) • DMX for Practitioners (DMXP) • 4 day case-based training on the essentials of marketing For Marketers wanting marketing skill development and SMP2.0 orientation • DMX for Project Teams (DMXT) • 9 days over 3 workshops for chartered teams centered on both learning and execution of high priority projects For Project Teams learning SMP2.0 while they complete a hi-impact project SMP 2.0 • DMX for Leadership (DMXL) • Value of Marketing • 7 Leadership Principles for Market-driven growth • DMX Overview • What are we going to do? • DMX Online • Accessible content • Presented in context with tutorials • Collaboration and expert assistance For all Marketers and others doing marketing tasks using SMP2.0

18. Achieving DMX Rhythm by 2015 2011 - 2015 Rhythm 2011 - 2013 Expand 2010 Launch

19. It’s basically OJT and the school of “hard knocks” We have some fairly good internal courses We are able to attend selected outside programs We have access to a comprehensive curriculum of development Our firm will go beyond–supported executive MBA for marketers How about professional development for marketers in your unit?

20. Cross-functional integration Sales, finance, operations, HR, R&D, engineering, service, etc. 7. Drive Internal Integration

21. Together we Create Exceptional Workplaces* KIMBERLY-CLARK PROFESSIONAL*

22. Commoditized Products + High Fixed Cost Structure + Flat Demand = Race to Zero The Perfect Formulafor the Race to Zero Together We Create Exceptional Workplaces*

23. The Golden Circle Creating Exceptional Workplaces* Healthier, Safer and More Productive Designing Platforms that Deliver on Higher-Order Customer Benefits Developing Meaningful Innovation that Supports Platform Benefits Source: Simon Sinek

25. In collaboration with public affairs Design and resource a well-coordinated crisis communication plan 8. Communicate During A Crisis

26. New trends, ideas, tools ..from social networking…to global economic changes…to new business model concepts….. 9. Introduce New-to-the-World Trends and Tools

27. Corporate funded budget Corporate matching fund 10. Understand Marketing Funding and Measurement

28. Remember CFOs are: Analytical Risk sensitive Cash focused Advice from one CFO, among many Goal: reduce the leap of faith from a leap to a step 28

29. Questions Bruce Karr Current Responsibilities Bruce Karr’s recent engagements include working with clients in the farm and agriculture, small engine, material handling equipment, pumps and sealing industries on their future growth strategies, acquisition due diligence, channel development and management, and forecasting future financial performance. Senior consultant T (847) 929-5222 Ebbk@bluecanyonpartners.com Experience During the past nine years with Blue Canyon, Bruce has led or participated in multiple growth projects focused on qualifying the best opportunities in appliance, wind power, office furniture, cooling towers sensors, building products, wood products, seating, electric motors, compressors, MRO, and maintenance industries. These projects allowed clients to focus resources on the “winners” with a combination of the best opportunities and the strongest fit. Many of these projects were global in scope. Several continued into implementation phases. Prior to joining Blue Canyon, Bruce’s career spanned marketing, product development and planning roles in the small engine, material handling, and controls industries. He has led marketing and product management functions in public companies (Tecumseh, Rockwell Automation and GE) and private companies (Menasha Corporation and Schaeffer Systems). Education and Affiliations Bruce graduated from the Wharton School with an MBA in international business and strategic management. He earned an AB magna cum laude from Washington University in St. Louis. He holds a master’s degree in Soviet Area Studies from Harvard and has traveled widely in Europe, the former Soviet Union, and Asia for business and education. Thought Leadership Bruce has written and contributed to a number of articles and white papers on topics such as channel management, product development and acquisitions since joining Blue Canyon. These include: Channel Management: The Customer Chain & Value Chain Framework Taking Dashboards out of Wonderland, Industrial Engineer Market-Driven Product Development Strategy